Transcript of "How to justify the investment in modernizing your marketing with the Executive Board"

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What I hope to share• It is about change • The context and management background for our project• That organisational • The issues we addressed alignment will continue to be through our project a challenge • Centre of Excellence• That the strategy message • Results and benefits takes time to filter down to achieved the coal-face • Lessons learnt and next steps• There are cultural nuances that need to be managed• Focus on measurement & accountability

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There is but one constant - Change– How our customers buy– The level and complexity of our competitive marketplace– How we differentiate ourselves– What we sell and to whom– Our value proposition– Organizational structures– Skills and capabilities– Business processes and systems– Objectives, targets & measures

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CHALLENGE 1 CHALLENGE 2The decline of the “Caught in the middle”physical document market positions CHALLENGE 3 CHALLENGE 4 Intensifying and We are in the midst of aasymmetric competitive fundamental environment re-organisation

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Systems, Processes & People What had to change• We were historically an operations led organisation• Marketing was viewed as a sales support function• Senior management viewed marketing as a cost function rather than a revenue contributor• Our marketing activities were executed in silos• There was a lack of coordination, standardisation and consistency in our G2M activities• We were incurring unnecessary costs• We were reducing our staffs efficiency and productivity• We were not investing in the development of our staff• We were engaging with our target market too late in the buying process• We found it difficult to measure the performance and effectiveness of our activities

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Starting Point 17 December 2009Goals of the approved SPS Sales Concept

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What were the risksProject Risks: Not doing project:• Lack of Exec Mgmt buy-in & • We will continue to lack visibility support of our customers & prospects• Not achieving alignment interests between sales & marketing • We will continue to plan and and BU’s execute in silos• People: availability, skills, • Marketing’s contribution will capability, capacity continue to disappoint• Oracle CRMOD Integration • It will delay our capability to have• Available project budget consistency in our G2M activities• Content availability • We will continue to fund duplicate• Data management, systems governance & legislation • We will not be able to assess• Vendor support what is and is not working

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What have we delivered• Integration of six websites• Subscription Model• Internal and external newsletters• Event Management Program• Telemarketing integration• Oracle CRMOD Sales Reporting and Lead Integration• Multi-solution Lead Scoring• Marketing Objectives & Performance Measurement• Nurture templates that be can be adapted by country

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What has changed…• Marketing has contribution targets recognised by the Executive Board• There is formal agreement on lead handover process between marketing & sales – common definitions• We are able to communicate with our target market more effectively• Marketing is able to analyze, measure and report on performance of activities• We have a global model for nurture program development• We have improved coordination & standardization• We have increased efficiency• We have integrated with CMS & CRM• We are able to support sales with additional tools

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Our conclusions• It was (and continues to be) a change management project• That marketing automation should not become its own silo• That the theory differs from the practice• That there is no one size fits all (regardless of what vendors say)• That as you learn you recreate (be willing to take one step back to go forward)• That there is no such thing as a standard interface• That you will underestimate the investment required to fully exploit the investment that you have made• Easy to say market aligned organization – cultural and process realignment

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A few final thoughts…• CMO tenure hits 43 months in 2012, from 23 months in 2006 (Spencer Stuart research)• By 2017 the CMO will manage more IS spend than CIO (Gartner)• Business Strategy and Digital Execution are CMO priorities (Forrester Research and Heidrick & Struggles)• Four key challenges; data explosion, social platforms, channel & device options, shifting demographics• A change agent by owning customer insight• By 2015 two-thirds of CMOs believe marketing ROI will be their top effectiveness measurement (IBM)• In 2017 the Marketing Operating Officer will have replaced CMO